Facing current client expectations for high quality, timely order response, and multiple shipments of various needed merchandise, today’s producers must simultaneously satisfy external requirements and operate internally with minimum overall expenses and capacity constrained. Aiming to help present-day producers achieve the operational goals mentioned above, this work develops a decisional scheme to determine the best manufacturing-delivery policy for a multi-item economic production quantity (EPQ) system with multi-shipment, quality assurance, overtime, postponement, and external source. Combining a production postponement strategy in our multi-item batch fabricating procedures intends to first make all required standard/common parts for various client-needed merchandise and make finished goods in the 2nd phase. Two fabricating-uptime-shortening strategies are adopted: contracting out a proportion of the standard part’s batch and overtime-making of finished goods. We include screening and rework tasks in fabricating procedures to help us remove the identified scraps and correct the repairable faulty items. The quality-assured finished batches are divided into multiple equal-amount shipments transported to meet client requests. The overall manufacturing-transportation relevant expenses, including quality and uptime-expedited costs, are mathematically modeled and minimized using optimization methodology to help derive the best manufacturing-delivery operating policy. Moreover, we offer an illustration to validate the results and our research scheme’s capability numerically. This work mainly contributes to the literature by presenting a practical decision-making model. It enables the producers to expose numerous crucial problem-related managerial insights to facilitate producers in deciding the most appropriate manufacturing-delivery policy to meet clients’ multi-criteria demands.

The present research explores the collective influence of quality assurance and postponement on a hybrid multiproduct replenishing-delivery decision-making. Assume the required multiproduct has a standard (common) component, and our replenishing-delivery model has incorporated a two-phase postponement strategy. The first phase makes all standard components and hires an external supplier to partially provide the required parts to cut short the needed uptime. In contrast, the second phase fabricates the finished multiproduct in sequence. To ensure the desired merchandise quality, we apply a quality-assurance action to the in-house processes to screen and remove scrap items and rework the repairable defects in both stages. Upon completing each merchandise, these products are transported to the customer in n fixed-quantity shipment in fixed-time intervals. We employ math modeling and formulating approaches to gain the overall supply-chain operating expenses comprising subcontracting, fabricating, stock holding, transportation, and customer holding costs. By minimizing system operating expenses, this research determines the optimal replenishing-delivery policy. Lastly, we give a numerical example to demonstrate our study’s applicability and usefulness/capability for facilitating managerial decision-making.

The continuity of the organization was disrupted when the COVID-19 pandemic hit the world in early 2020, and many organizations were forced to adapt to emergencies. Programs that have been developed for the long term must be modified to suit the situation. This paper aims to evaluate the impact of the pandemic and analyze the ongoing impact of transformational leadership on the distribution of organizational performance mediated by organizational learning, total quality management and quality assurance, and altruism as moderating variables. The study was conducted by using Partial Least Square to analyze the behavior of the highest leadership of the Child Welfare Institution (CWI) of the Ministry of Social Affairs of the Republic of Indonesia, with a sample of 185 accredited institutions throughout Indonesia. The results of the study indicate that several factors affect the process of evaluating organizational performance. The LKSAs need to improve the quality of their organization's performance by following the requirements of the Ministry of Social Affairs consistently and continuously in implementing the fulfillment of the quality standards. The contribution of novelty in this study is that the total quality management variable is not able to improve organizational performance. The surprising finding is that the consistency of the distribution of total quality management implementation has no effect when the highest leadership is unable to carry out the sustainability of the standards that have been painstakingly prepared long before the pandemic occurred. However, the quality assurance can increase the distribution of organizational performance substantially.